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Transformance for high performance

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Transformance for high performance

  1. 1. Tools, best practice and mentoringTo build a High performance Organization
  2. 2. You are either building ordestroying value!• You invest in the business and need to quantify the returns
  3. 3. This is absolutely key “The purpose of a business is to create and keep a customer” AND “There is only one profit centre and that is the customer.” Thank you Peter Drucker
  4. 4. Activity must be directed towards building customer value Activity based costing Will provide basis for Lifetime Value tracking – we have Acorn Financial Solutions to create the models
  5. 5. The steps to deliver value within theorganization Vision Strategy Engage Implement Deliver Measure
  6. 6. Because this is the outcome you want The required outcome – that leads to increased value for all stakeholders
  7. 7. The more for less model Acquire new and more profitable customers Direct Increase revenue and profitability from existing customers Revenue Impact Sustained Competitive Competitive Increase customer loyalty and increase relationship durations Increase Revenues Return on Increase brand value and align with customer experience Customer Relationships Indirect Unify customer experience across touchpoints ($) Revenue Impact Advantage Match experience promised with experience received Increase Profitability Improve productivity and ROI in marketing, sales and serviceInvestment in Direct Cost Customer Reduce overall costs of customer acquisition and retentionRelationships Reduction Simplify processes and technology infrastructure ($) Reduce($) Costs Decrease time to market for new products and services Indirect Cost Reduce frictional costs of transactions Reduction Reduce fulfilment errors want to “Sell more for less cost?”
  8. 8. Characteristics and outcomes of a HighPerformance Organization This is what we deliver as capability
  9. 9. People drive performance not theprocesses or the organization! The Vision and Purpose is key to energizing and aligning your PEOPLE
  10. 10. Leadership components Strategy Vision Decision Making Innovation
  11. 11. The High Performance Organization Model Vision & Purpose Customer Leadership Alignment/ Strategies Interdependencies Processes Values & & Belief Structure
  12. 12. Building a High Performance Working Environment Organization / StructureKey inputs Key outputs Customer Technology Financial & Alignment Org Measurement & MarketVision Performance Goals Performance KPI’s Projects Recruitment & Change & Man. Human Cap Dev.
  13. 13. Aligning and optimizing the operating framework & infrastructure Knowledge Logistics/ Finance HR Management Technology Operations Research & Channel Development Product Development Marketing & Sales Service Management ….To create and deliver VALUE
  14. 14. High Performance Organization (HPO)capabilities• Corporate Vision & Values• Recruitment• HR• Training & Development• Trust & Communication• Innovation & Creativity• Change• Empowerment• Delegation• Quality• Knowledge Management• Customer & Market strategies• Alignment – Customer/Brand/Employee and Operations• Measurement/Metrics
  15. 15. Examples of our ready madetools & performance solutions
  16. 16. Creating the Vision Using visualization tools
  17. 17. REAP Modeling WIN WIN KEEPKEEP DEVELOP DEVELOP COSTS COSTS Customer Groups New Customers / New Customers / Avg Funds in Funds Avg Finance Finance number of Avg in Avg Avg Avg number of Yr Annual Loss RateLoss Rate Dormancy Rate Annual Dormancy Rate Avg Cost to Serve bank providedprovided productsproducts Cost to Serve Avg Yr bank Current 2 2 0.0% 0.0% 0.0% 0.0% 87,020,101.00 13,782,396.00 87,020,101.00 13,782,396.00 2.97 2.97 13,824.013,824.0 Critical Few Predi cted 2 2 0.0% 0.0% 0.0% 0.0% 88,470,436.02 13,984,107.11 88,470,436.02 13,984,107.11 2.99 2.99 13,824.013,824.0 Current 7 7 0.6% 0.6% 0.4% 0.4% 7,982,962.00 7,982,962.00 1,968,567.00 1,968,567.00 2.81 2.81 9,735.0 9,735.0 Very High Value Predi cted 8 8 0.6% 0.6% 0.4% 0.4% 8,049,486.68 8,049,486.68 2,026,393.66 2,026,393.66 2.83 2.83 9,735.0 9,735.0 Current 31 31 1.3% 1.3% 0.9% 0.9% 2,795,400.00 2,795,400.00 1,130,034.00 1,130,034.00 2.69 2.69 5,774.0 5,774.0 High Value Predi cted 33 33 1.2% 1.2% 0.9% 0.9% 2,795,400.00 2,795,400.00 1,197,702.73 1,197,702.73 2.71 2.71 5,774.0 5,774.0 Current 81 81 1.1% 1.1% 0.2% 0.2% 1,281,497.00 1,281,497.00 406,124.00 406,124.00 2.85 2.85 3,375.0 3,375.0 Medium High Value Predi cted 85 85 1.0% 1.0% 0.2% 0.2% 1,292,176.14 1,292,176.14 424,082.30 424,082.30 2.87 2.87 3,332.8 3,332.8 Current 139 139 1.3% 1.3% 0.4% 0.4% 506,572.00 506,572.00 167,955.00 167,955.00 2.92 2.92 1,893.0 1,893.0 Medium Value Predi cted 145 145 1.3% 1.3% 0.3% 0.3% 515,014.87 515,014.87 175,381.76 175,381.76 2.94 2.94 1,869.3 1,869.3 Current 454 1.4% 0.3% 250,861.00 91,577.00 2.71 1,205.0 Low Value 454 1.4% 0.3% 250,861.00 91,577.00 2.71 1,205.0 Predi cted 469 1.3% 0.3% 255,042.02 95,626.42 2.72 1,189.9 469 1.3% 0.3% 255,042.02 95,626.42 2.72 1,189.9 Current 3,971 2.9% 0.6% 106,990.00 24,437.00 2.22 746.0 Very Low Value 3,971 2.9% 0.6% 106,990.00 24,437.00 2.22 746.0 Predi cted 3,882 2.7% 0.5% 108,773.17 25,882.86 2.23 727.4 3,882 2.7% 0.5% 108,773.17 25,882.86 2.23 727.4 Current 61,080 5.6% 17.5% 7,832.00 345.00 1.24 288.0 Marginal positive 61,080 5.6% 17.5% 7,832.00 345.00 1.24 288.0 Predi cted 59,713 5.2% 16.6% 8,160.51 377.59 1.25 271.4 59,713 5.2% 16.6% 8,160.51 377.59 1.25 271.4 Current 15,819 85.1% 26.1% 93.00 416.00 1.12 272.0 Marginal negative 15,819 85.1% 26.1% 93.00 416.00 1.12 272.0 Predi cted 15,115 80.4% 24.8% 97.70 442.49 1.14 256.4 15,115 80.4% 24.8% 97.70 442.49 1.14 256.4 Current 6 3.3% 0.7% 131,941.00 777,509.00 2.24 2,430.0 Loss Makers 6 3.3% 0.7% 131,941.00 777,509.00 2.24 2,430.0 Predi cted 5 3.5% 0.7% 134,140.02 777,509.00 2.30 2,105.4 5 3.5% 0.7% 134,140.02 777,509.00 2.30 2,105.4 Total Average Average Average Average Average Average Total Average Average Average Average Average Average Total / Average Current 81,590 14.5% 15.7% 46,590.95 13,058.20 1.41 411.8 81,590 14.5% 15.7% 46,590.95 13,058.20 1.41 411.8 Predicted 79,459 13.7% 15.0% 47,370.25 13,649.04 1.43 394.7 79,459 13.7% 15.0% 47,370.25 13,649.04 1.43 394.7 Unweighted value of uplift 1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025 1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025 Predicted performance uplift -3% 6% 5% 2% 5% 1% 4% -3% 6% 5% 2% 5% 1% 4% Predicted capability uplift 53% 42% 46% 45% 53% 42% 46% 45% Confidence Level 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Weighted value of uplift 1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025 1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025 Total full year uplift 66,952,429 66,952,429
  18. 18. Track the 3 Internal Measures that matter Mature 50Maturing Expert 25 75 Leader Beginner 50 0 100 25 75 0 100
  19. 19. Organizational Diagnostic and Assessment Center (ODAC) Example of team performance diagnostics
  20. 20. Learning & Development Centre -knowledgebase Learning and Development Center is a state-of-the-art platform delivering powerful and effective learner resources that increase enterprise performance. Learning & development on the desktop – measure performance changes via the More than 100 best practice online tools guides, plus workbooks
  21. 21. Moments of truth mapping Creating New Experiences - Virgin Atlantic Moments of Getting to the Check-In Comfort until In-Flight Comfort Arrival Getting to Truth airport Flight Destination Feelings • Stressful • Long, frustrating • Want/need to w ork • Planes are • Unkempt • Traffic lines uncomfortable by • Complicate • Want/need to relax • Unshow ered • Unfamiliar place nature • Unnecessary • Parking • Clothes a mess (only necessary • Long-time spent in • Lugging to the air line) a seat • Boredom C u s t om e r E x pe r i e n ce Service • Transport to airport • “Drive-though” • Clubhouse w ith • Full-sleeper seats • Arrival valet • Chauffeured provided check-in Internet access, delivery to Solution • Mood lighting • 18 show ers fax, library destination • Dr iver handles • Airline know s w here • Gradual daw n • Makeup & shave luggage you are • Salon, messages, • Comfortable ride beauty • Bar • Heated floors door-to-door • Sound room, • You decide meals • Clothes pressed • Know ledgeable driving range, • Hot & Cold local driver skiing machine Breakfast
  22. 22. Journey Mapping customer experiences
  23. 23. Monitor and Track Improvements via Dashboards & Scorecards
  24. 24. Coaching & mentoring “C Suite” from globalexpertsDr Costas Konis Michael Walters Neil Weston These are samples from our very extensive Database of consultants & associates Naveed Syed
  25. 25. Contact details Tel. +357 99697484 +357 96527335 Fax. +357 22488088 Email: info@innovageconsulting.com contact@transformanceinc.com

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